The Critical Vulnerability of an Authentic Leader as a Сatalyst for Achieving Outstanding Prosocial Results

Having been in management for more than 15 years, we have identified empirical evidence of critical vulnerability in business leaders who implemented large-scale organizational change and ultimately achieved outstanding prosocial outcomes. This vulnerability may present as resistance or criticism from stakeholders—employees, partners, and shareholders—marked by distrust in leadership vision and active sabotage of decisions, which potentially leads to the termination of the leader's powers. However, as the stakeholders' mindset evolves, the vulnerability tends to subside, paving the way for company consolidation, substantial organizational achievements, self-actualization for stakeholders and recognition for the leader. Such shift allows us to hypothesize that: 1) unique behavioral patterns of authentic leaders during organizational change implementation expose them to the observed critical vulnerability but ultimately lead to substantial prosocial results; 2) the main reason for leader vulnerability is the gap in leadership mindset levels between the leader and stakeholders at the onset of organizational change. Relying on the described assumptions, we executed preliminary research on leader vulnerability, aiming to explore unique leader behavior patterns that cause critical vulnerability. The study involved 8 top managers who are currently leading organizational changes within their organizations. We used purposive sampling to ensure participants’ significant leadership experience and their transformative impact. The research methodology relied on qualitative methods—in-depths interviews. Applying the Michigan Model of Leadership with its Competing Values Framework (CVF), we conducted a thematic analysis of the collected data. We determined that vulnerability typically manifests as a result of a strategic endeavor by leaders to ensure the evolution of stakeholder mindset for subsequent empowerment of them. The study advances knowledge about authentic leadership by emphasizing vulnerability's vital function in accomplishing remarkable prosocial organizational outcomes. More research will be required to create a framework for recognizing and assisting leaders who are critically vulnerable during organizational change implementation.